Employee engagement survey tips by category

Featured case study

Industry: Government Administration and
Defence | Size: Large

Staff showed poor engagement; post-survey consulting identified
that there were no overarching values within the organisation.
Without any values employees did not feel they had the direction to
meet this organisation's aspirations. They then used the
next Employee Survey as
a forum to develop a new set of values asking staff what they
believed they should be. The organisation executed this in a
collaborative way so staff felt that they owned the values rather
than having them "put upon them".

Result

Involving staff was a success and new values were officially
launched. The values were well accepted. This
organisation "merchandised" values by printing staff lanyards, mugs
and mouse pads.

Featured case study

Analysis of the employee
survey data indicated widespread problematic leadership at
the mid-management level and below. This was impacting employee
engagement irrespective of gender and tenure.

Insync Surveys consulted with the
operational manager to confirm this hypothesis and she validated
the results.Insync Surveys took the executive
leadership team through the issues who endorsed their action plan.
They worked with the operations director to discuss types of
courses which would promote a sense of leadership capability and
looked at where the biggest gains could be made.

Result

Middle management staff have been sent on an emotional
intelligence training course which is helping them become better
people managers; employees' overall engagement is yet to be
measured again as the implementation their first action plan is
still underway.

Featured case study

Industry: Property and Business Services
| Size: Medium

Employee engagement research indicated low organisational
effectiveness caused by a lack of teamwork. A series of engagement
focussed work shops were run where staff indicated poor perceptions
of team work.

Result

The executive team prioritised the lack of team work and built
internal communication strategies into the executive plan.
Communications became an ongoing priority with internal
newsletters, presentations, team building activities and
initiatives being held across sales and delivery for the first
time. The commitment to getting people together to build and
maintain internal relationships continues to be a priority for this
forward thinking organisation.

Featured case study

Industry: Government Administration and
Defence | Size: Medium

An
engagement survey showed low engagement for staff who had
particular complaints about work-life balance. The organisation
responded by providing yoga classes at lunch time, gym memberships
and free passes to the local swimming pool and started a walking
group.

Result

This helped staff to feel supported and less stressed and in
turn enhanced employee engagement levels.

Featured case study

Industry: Finance and Insurance
| Size: Large

Insync Surveys' Entry and Exit
Survey identified the reasons why people are attracted to
this organisation and why they leave. The Entry Survey found that on one hand
individuals came to the organisation because of hygiene factors
such as job satisfaction and relationship with management. On the
other hand, the Exit Survey found
that factors such as: training, career development opportunities
and challenge in the role were crucial to employee engagement and
retention.

Result

Having identified these opportunities for improvement, the
organisation focused on improving those employee engagement factors
relating to training and development to close the gap.